disc report
DESCRIPTION
Sample Report - DISCTRANSCRIPT
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.
PeopleKeys DISC Report Style: Precisionist
PeopleKeys DISC Friday, January 21, 2011
Introduction Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters :
Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way. Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in others and positively influence those around you.
In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday. As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.
l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant
l Do you know someone who is assertive, to the point, and wants the bottom line? Some people are forceful, direct, and strongwilled.
This is the D Style
l Do you have any friends who are great communicators and friendly to everyone they meet? Some people are optimistic, friendly, and talkative.
This is the I Style
l Do you have any family members who are good listeners and great team players? Some people are steady, patient, loyal, and practical.
This is the S Style
l Have you ever worked with someone who enjoys gathering facts and details and is thorough in all activities? Some people are precise, sensitive, and analytical.
This is the C Style
PeopleKeys DISC Report
The chart below helps put the four dimensions of behavior into perspective.
Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.
DISC graph 1 represents your "public self" (the mask) This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core) This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror) This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception. Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
StrengthsAdministration Leadership Determination
Persuading Enthusiasm Entertaining
Listening Teamwork FollowThrough
Planning Systems Orchestration
ChallengesImpatient Insensitive Poor Listener
Lack of Detail Short Attention Span Low FollowThrough
Oversensitive Slow to Begin Dislikes Change
Perfectionist Critical Unresponsive
DislikesInefficiency Indecision
Routines Complexity
Insensitivity Impatience
Disorganization Impropriety
Decisions Decisive Spontaneous Conferring Methodical
PeopleKeys DISC Report
Description understanding your style
PeopleKeys's style is identified by the keyword "Precisionist".
PeopleKeys, as a Precisionist style, is a systematic thinker who tends to follow procedures in both personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely antagonize their associates consciously. Being extremely conscientious, PeopleKeys painstakingly requires accuracy in work and maintains high standards. Precisionists may tend to get bogged down in details, particularly when decisions must be made. PeopleKeys desires standard operating procedures and no sudden changes.
As a Precisionist, PeopleKeys likes a protected and secure environment governed by rules and regulations. A Precisionist enjoys people, but prefers a few close friends to having many acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps do not handle critique well. They may need to develop confidence and be more independent. They tend to be somewhat concerned about what people think of them and they avoid conflict and change at all costs.
Being exact is imperative in everything PeopleKeys does. Precisionists can be counted on to carry out any tasks correctly. They want exact facts and figures before they will make a decision; they feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to themselves. Others may not be aware of their strong beliefs. PeopleKeys will not blow up easily when pressured or stressed, but may withdraw. PeopleKeys wants a steady home and work environment which promotes security. The more stable, organized and nonconfrontational the environment, the happier a Precisionist will be.
PeopleKeys prefers to work through problems by analyzing things that worked in the past. This is someone who is able to lead, if necessary, but usually prefers to wait and see if another person volunteers first. PeopleKeys is willing to follow another person's lead if they display adequate ability and if PeopleKeys has confidence in their ability.
PeopleKeys prefers a rational and moderate approach when first entering new situations and tries to avoid extremes. PeopleKeys likes the company of others, but is equally comfortable spending a quiet evening alone. A realist who will always weighs options before making a decision to move ahead, PeopleKeys thinks through alternatives and choices carefully.
A loyal friend, PeopleKeys is patient and caring when attending to the needs of others. This is usually an evenpaced individual who thrives in a peaceful, harmonious environment. PeopleKeys tends to be quite predictable, sticking with proven, reliable methods of dealing with situations rather than taking chances with a new, unproven approach.
Systematic and detailed, PeopleKeys focuses on processes. Others see this individual as practical and logical. PeopleKeys tends to be sensitive to criticism, but prefers to internalize emotions rather than expose them. PeopleKeys likes to clarify expectations before undertaking new projects because of the hard work they will do to meet those standards.
General Characteristics
Careful, methodical, thinking things through
Sensitive, practical
Loyal, predictable
Disciplined, logical
Motivated By
Recognition for loyalty and dependability
Approval of their high quality work
Orderliness and neatness
Activities to start and see through to the end
My Ideal Environment
Practical procedures and systems
Stability and predictability
Neat and orderly
A team atmosphere
PeopleKeys DISC Report
Historical Characters Famous people who share your personality
Ludwig van Beethoven 17701827 German Composer One of the worlds best known and most recognized composers, Beethovens painstaking accuracy, creativity and high standards were applied to the creation of incredible music. Taking his early training from Mozart, Hayden and other notables, he soon began to develop his own musical style. His works are intricate and detailed, his symphonies reflect the deep creative nature of the Precisionist, and even accomplished musicians find some of his pieces difficult. Even after he beganto go deaf, Beethoven displayed the precise and stable nature of the Precisionist, continuing to write music. As many great musicians, he heard the music in his head before he ever put it to paper, and his determination to do a task well allowed him to create some of his greatest works even after losing his hearing.Music is a higher revelation than all wisdom or philosophy. Leonardo da Vinci 14521519 Italian Artist and Scientist Beginning the study of art in his early twenties, da Vinci applied the detailed and precise nature of the Precisionist to his works. He studied and practiced for almost thirty years before creating his first masterpiece, The Last Supper. His appreciation and understanding of artistic composition, along with his other studies, gave rise to efforts as both an engineer and an architect. Da Vinci worked with Michelangelo in the creation of some historical compositions, demonstrating the ability of the Precisionist to work in a team. His studies in the sciences display the precise and detailed nature of this style. Although few of his paintings have survived, several of his notebooks contain original insights in several realms of science, including biology, physiology, hydrodynamics, and aeronautics. His most celebrated painting, Mona Lisa, hangs in the Louvre.Iron rusts from disuse, stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigors of the mind.
PeopleKeys DISC Report
Communicating with the Precisionist style
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility, identification with group, areas of specialization, clear definitions of their roles
Greatest fear:
l Being criticized, especially by a close friend or relationship
When communicating with PeopleKeys, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
l Express a genuine interest in them as a person
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with PeopleKeys, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, PeopleKeys, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Knowledge comes, but wisdom lingers.
Alfred Lord Tennyson
Communicating with the Precisionist style
PeopleKeys DISC Report
Communicating with the Precisionist style
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Precisionists possess these positive characteristics in groups:
l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong
l Provide specialized skills
l Show sincerity are diplomatic and strive to keep the peace
l Can be counted upon to finish what they start, disciplined approach
l Are patient and accepting of all types of people
l Can develop and follow processes for doing tasks
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
You can have brilliant ideas, but if you can't get them across, your ideas won't get you
anywhere.
Lee Iacocca
Communicating with the Precisionist style
PeopleKeys DISC Report
Communication Tips relating to others
Your C and S plotted above the midline, your style is identified by the keyword “Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on your graph. These descriptive words correlate as a rough approximation to the values of your graph.
D Measures how decisive, authoritative and direct you typically are. Words that may describe the intensity of your “D” are:
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet
I Measures how talkative, persuasive, and interactive you typically are. Words that may describe the intensity of your “I” are:
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player. Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
The only way to change is by changing your understanding.
Anthony De Mello
Communication Tips relating to others
PeopleKeys DISC Report
Communication Tips how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO” and “DO NOT” sections for your specific style. Reviewing your own communication preferences can be an eyeopening experience or simply confirmation for what you already know to be true. Either way, you have your communication characteristics in writing. This information is powerful when shared between colleagues, friends, and family. Others may now realize that some approaches do not work for your style, while other ones are received well by you. Equally important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information that gives you enough details to make an informed decision. But, when transferring that same information to a client or coworker, you may need to translate that into giving them just the end results, or even telling them in a manner that is more experiential and less detail oriented. More detail may not necessarily be better when communicating to some other personality styles.
This next section of the report deals with how your style communicates with the other three dominant styles. Certain styles have a natural tendency to communicate well, while certain other styles seem to be speaking different languages all together. Since you are already adept at speaking your “native” language, we will examine how to best communicate and relate to the other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to give many facts and details, while others are making decisions based more on their “gut” reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively. However, a “C” provides the detail attention the “D” needs, but must remember to answer based on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to work at a pace that provides for accuracy. Also, both styles like to work on something together until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions and choices based on careful selection.
Speech is the mirror of the soul; as a man speaks, so is he.
Publilius Syros
Communicating with others
PeopleKeys DISC Report
Communication Tips compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your tendency will be to become defensive, and refer to an external authority to deflect the D's demands. If you are not careful, there will be tension in the relationship. You'll focus on details while the D sees only the “big picture”.
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward manner. Negotiate commitments and goals on an equal basis. Use summary data in communication.
C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly selfassured and inattentive. You may view I's as overbearing, and appeal to external authority to deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent and nonchalant. You will agree with S's on the importance of cooperation and the need for caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and agreeable. Since you both favor attention to detail, you will work well together. When working with another C, you will each tend to cooperate and develop extensive control systems for projects. High C's often allow their concern for being correct override their concern for meeting deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent threats to your relationship. Plan carefully and be well prepared for meetings with one another. Accept and encourage one another's doubts and questions. Be certain that you give each other ample time to consider data before asking for decisions.
Communication works for those who work at
it.
John Powell
Enhance Communication
PeopleKeys DISC Report
Communication worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment. Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing the differences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to better adapt in the future.
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actions and verbal messages.
D Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you can become very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. If the D goes down considerably, you may want someone else to lead you and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably, you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence in stressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes up considerably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. A lower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in graph 1? Consider how high or low the letter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the C goes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicates someone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may make decisions based more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you use this information to help you see possible blind spots in your reaction to pressure?
The basic building block of good
communication is the feeling that every human being is
unique and of value.
Unknown
Communication worksheet
PeopleKeys DISC Report
Scoring Data graph page
Temperament Style Graphs
Public Perception
D=1.02, I=0.93, S=1.3, C=0.26
Stress Perception
D=0.47, I=3.07, S=3.92, C=3.71
Mirror
D=0.22, I=2.87, S=2.8, C=2.84
PeopleKeys DISC Report
Graphs Explanation Page
Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.
Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.
Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition • If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.
Similar Graphs Indicate Few Demands For Change An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.
PeopleKeys DISC Report
Action Plan Improving Your Interpersonal Skills
PeopleKeys's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom you interact on a regular basis. The goal is to help you maximize your strengths and minimize the effects of potential limitations. It addresses workrelated and general characteristics that are common to your style as a whole, and is not derived directly from your graphs.
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, etc., and assess your personality style, getting feedback from someone who knows you well. Although doing so is beneficial, it is not required to have anyone else present while completing this section. If you choose to get feedback from another, you may print the report and do so that way.
Instructions:
Step 1: The items listed below are areas to reflect upon between you and your closest contacts. After printing out this report, give this page to another person who knows you well (associate, team member, teacher, family member, friend) and ask them to read each item. They should consider whether or not they perceive the item to describe your traits. Then, check either Yes or No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality that you are blind to) should be discussed. Since communication is a two way street, it is recommended that two people complete one another's worksheets.
Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in self/others
Persistent and thorough
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
A man is but a product of his
thoughts. What he thinks, he becomes.
Mahatma Gandhi
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
Action Plan Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss and determine specific outcomes and a reasonable time frame for their achievement. Write the details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date 6090 days from now for a discussion with your contact to review your progress. The person who works with you on this is important to your growth and should help you stay accountable to your plan.
1. The first item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
2. The second item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
3. The third item upon which I will focus:
¡ Review Date:
¡ Specific actions I will take on this item in the next 60 to 90 days:
¡ Specifics to address
We continue to shape our personality all our life. If we know
ourself perfectly, we should die.
Albert Camus
Action Plan Improving Your Interpersonal Skills
PeopleKeys DISC Report
© 2011, PeopleKeys®, Inc.